customer service week internal customer service does it matter

CUSTOMER SERVICE WEEK

Internal Customer Service…Does it matter?

Presented by Rick Case, PMP PE

SCADA/EMS MANAGER

…Serving our Community

AGENDA

• UBUNTU – INTRODUCING A SERVICE PHILOSOPHY• WHAT IS INTERNAL CUSTOMER SERVICE• SIGNIFICANCE• EFFECTS• BENEFITS• IMPLEMENTATION• PROVIDING EXCELLENT CUSTOMER SERVICE• TIPS


ASPIRE

Customer Service

Linking our Core Values to Customer Satisfaction


UBUNTU`…introducing a service

philosophy

Linking the individuals’ success

toJPS’ success


UBUNTU


I am what I am because of who we all are

When I do well, it spreads out

When I help you do well, it benefits all of JPS


WHAT IS INTERNAL CUSTOMER SERVICE?

• While external customers are outside of the organization, and ultimately pays our salaries, internal customers exist within the organization.

• An internal customer can be a co-worker, another department within the business or a supplier. Internal customers are the people and parties that allow people to complete their jobs so that an organization can reach its overall goals.

• Internal customer service requires the organization to recognize the importance of all of those individuals, and to provide opportunities to allow its members to communicate with each other at all levels and in all departments.

• Internal customer service focuses on doing things to improve the working environment for employees on a daily basis. Finally, internal customer service enables an organization to show appreciation to its associates.


SIGNIFICANCE

• Internal customer service plays a role as important as external customer service. When departments and the individuals who work within them spend little time outside of their immediate tasks, they may lose sight of the overall goals of the company and view other departments as competition.

• In an article featured in the Entrepreneur Magazine in May 2012, about internal customer service, Scott Miller and Kirk Miller and Associates Inc. explain that employees may view the needs of others as distractions from their "real" job instead of viewing those needs as necessary to the overall goals.


EFFECTS

• Internal customer service requires communication and cooperation, both of which rely on the dedication of the organization as a whole and individual members of the organization.

• However, the end result enables the organization to run more smoothly, especially when departments are working cohesively instead of competitively.


BENEFITS

• Internal customer service allows an organization to agree on processes and procedures and develop clear goals. Communication among different departments can also highlight processes that are redundant or counterproductive.

• When all aspects of an organization or business work well together, the company will be able to maximize profits and minimize losses. In addition to this, an organization can boost the productivity and morale of its members.

• Internal customer service also boosts employee loyalty to the organization, and this may reduce employee turnover.

• Effective internal customer service will spill over to improve external customer service.


IMPLEMENTATION

• Organizations that wish to strengthen internal customer service can do so through company activities such as joint picnics, parties or creative gatherings. These activities should include members from all departments within the organization to promote communication.

• Cross-training can promote inter-department cooperation and understanding. • Leachim Semaj, a consultant and coach who helps organizations improve

communication and strengthen customer service, encourages individuals to remember the "day-to-day niceties" such as saying "Please" or "Thank you" or “I appreciate your support” as a way to build internal customer service.


PROVIDING EXCELLENT INTERNAL CUSTOMER SERVICE

1. Clear expectations

2. Customer Responsibilities.

3. Service Provider Responsibilities

4. Negotiated Priorities.



Clear expectations.

1. An internal provider of service is responsible for setting clear guidelines about what internal customers can reasonably expect. Some organizations implement Service Level Agreements (SLAs) defining what internal customers can expect from internal service providers. Even without formal SLAs, internal customer service can be exceptional IF the internal service provider has clarified to internal customers what expectations are reasonable.

2. Customer also must communicate expectations regarding timeline and quality in advance of request. Last minute requests are typically due to poor planning on the part of the internal customer.

3. Expecting the internal provider to 'hijack' priorities to meet unreasonable needs is inappropriate, and should be dealt with on a case-by-case basis, with involvement by upper management. At no time should this become the norm, or the internal customer will become 'trained' to expect the unrealistic.



Customer Responsibilities.

1. To meet expectations, internal provider of service is responsible for clarifying what is needed from the internal customer, and also clarifying service provider processes and timelines necessary to meet quality requirements of customers. The phrase "Help me help you" from the movie "Jerry Maguire" applies here.

2. In order to provide the best customer service, internal providers need the cooperation of customers in allowing enough lead time and providing information and materials necessary to fulfil customer request. This is a communication responsibility of the internal service provider to let the customer know 'what I need from you in order to meet your request is ....'

3. It's essential to have an understanding with customers about realistic timelines and quality expectations. Internal providers who find they're constantly working on customer 'emergencies' must clarify to customers the strain this causes to provider. Constant emergencies diminish provider's ability to give good service to all internal customers, and create a stressful working environment (not to mention interdepartmental animosity).



Service Provider Responsibilities.

1. Most internal customer service problems are a result of the 'silo' mentality where people and departments work in isolation, consider only their own priorities, and think others are sitting around twiddling their thumbs with nothing to do until an internal customer screams "Jump!" in a last minute panic. This is sure to guarantee lower levels of quality, resentment from provider, and a reputation for lack of professionalism on part of customer.

2. Customers must take responsibility for understanding how their request fits into overall workflow of organization and internal service provider's workflow.

3. Internal service providers are responsible for explaining their workflow, so the customer will understand he or she isn't the only priority.



Negotiated Priorities.

1. While most customer priorities are 'urgent - must have right away' this is counterproductive to any process. A clear communication between internal customers and service providers is essential.

2. With internal customer service, most customers believe the provider should intuitively understand priorities because they all work for the same organization. This is false!

3. A discussion about priorities must be part of the expectation-setting talk.


Do you know how you contribute to serving our external customers?

Do your Team Members know how well they serve their internal

customers?

What are your internal relationships like?


Individual Success

Internal Customer

Service Team Work

External Customer

Satisfaction


TIPS FOR INTERNAL CUSTOMER SERVICE PROVIDERS

1. Always know your customers' expectations, and be a part of their expectation setting. If they have false or unrealistic expectations, explain your workflow, priorities, processes and timelines in providing top quality service for them.

2. To help your customers utilize your services better, explain how they can be 'good customers.' Be explicit about what you need from them in order to meet their needs. Define timelines and quality levels. Let them know what they can expect from you. As an internal provider, tactfully tell the customers how they fit into your workload, and listen to their delivery needs. Negotiate delivery dates and quality levels.

3. Always keep customers informed on project progress. Nobody likes to be blindsided by delays or last minute requests for additional information.

4. Get out of your 'silo'. Take a break with co-workers from another part of your organization. Talk to them during lunch about what's happening in their department. We all work so hard we can become myopic, lack perspective and be ignorant about how other functions operate.

5. Open your vision to the big picture. When talking to co-workers from other departments, develop an understanding of how the whole organization works. How does your contribution fit into the big picture? What do other departments need from you to meet their goals? Think outside your function and department, and think holistically.


TIPS FOR INTERNAL CUSTOMERS

1. Discuss your expectations with your service provider. Make sure your expectations regarding timelines and quality levels are realistic. Ask your internal service provider what you must provide so they can meet your needs. Ask what their process is, and understand what is involved in delivering your request on time, and meeting your quality standards.

2. Use effective time management practices. Once you understand your service provider's process, develop your time line for delivering the request. Certainly 'emergencies' happen, and service providers can be pressured to meet tight deadlines. However, customers who consistently expect providers to 'bend the rules' to meet emergency deadlines strain their service providers and disrupt everyone's priorities. Customers who operate in 'emergency' mode have a negative impact on the workflow as a whole, and cheat others who have planned more realistically.

3. Provide all information needed to fill your request. In your original request, include sufficient information to allow the provider to adequately estimate the time and resources needed. Be prepared to provide additional information requested by the provider.

4. Always be professional. Honour the provider's priorities, workflow, and processes. Do not expect 'exceptions' to the rule, especially if poor planning has created your urgency. If your work were delayed due to another customer's 'crisis', how would it impact your goals?


The JPS Customer Service Culture

• It starts with us…you and me• Linking our individual success to that of our JPS Community• Serving each other with the aim of serving our external customers


The Future of Customer Service in JPS…is now!

• “You are only as good as your customers say you are.., the customer doesn’t see your insides, they see your service..” Adam Stewart, CEO Sandals Group


UBUNTU`Your success is my success.., I am who I am because of who

we all are

customer service week internal customer service does it matter

Documents

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external customer service

internal service providers

internal customers

communitycustomer service

service philosophylinking

customer responsibilities

service level agreements